Could an organization's 'misfits' be its true hidden gems?
Most organizations don’t know what their culture is. The best indicators come from climate surveys , since they crowdsource how employees “perceive” their culture. However, when leaders proudly confess that they hire for culture-fit they are typically referring to the culture they see, which is the culture they “wish” they had.
In practice, organizations are at best good at evaluating the “person” part of P-E-fit , at least when they use science-based assessments, unbiased indicators of past performance, and well-designed structured interviews. Regarding culture, they typically rely on improvised, subjective, and unreliable “models” of who they are, which means that in most instances 50% of the equation , is unreliably assessed.
So, despite the individual richness and diversity that exists between organizations, certain attributes of talent tend to generalize rather well., if you hire fast learners with social skills and drive, you can expect them to do well in pretty much any culture.
Therefore, if organizations want to increase the representation of talented people while enriching - rather than hampering - diversity, they should just focus on talent, and the key ingredients of human potential, allowing for a wide range of interests, values, and beliefs to fluctuate in their recruits. Contrary to popular belief, this will not hinder, but enrich the culture of the organizations.
This also implies that a company’s apparent “misfits” could be its greatest asset. Culture is always changing, but in order to evolve, you need to bring people who bring something new to the table, and have the power to upgrade and evolve the culture of their organization. Alternatively, you will just perpetuate the status-quo and create not a rich and diverse culture, but a cult.
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